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Exploring Global Leadership Competencies : = A Study of Leadership in U.S.-based MNCs.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Exploring Global Leadership Competencies :/
Reminder of title:	A Study of Leadership in U.S.-based MNCs.
Author:	Heeb Bivona, Diana.
Description:	1 online resource (142 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-11(E), Section: A.
Contained By:	Dissertation Abstracts International79-11A(E).
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9780438133815

Exploring Global Leadership Competencies : = A Study of Leadership in U.S.-based MNCs.
Heeb Bivona, Diana.

Exploring Global Leadership Competencies :A Study of Leadership in U.S.-based MNCs. - 1 online resource (142 pages)

Source: Dissertation Abstracts International, Volume: 79-11(E), Section: A.

Thesis (D.B.A.)--Northcentral University, 2018.

Includes bibliographical references

Developing global leadership competencies (GLCs) is essential for multinational corporations (MNCs) competing in this era of increasing globalization. Given the amount of time and resources it takes to develop strong global leaders, MNCs need to be able to distinguish, nurture, and assess talent that exhibits those competencies that support a company's global strategy. The challenge is in identifying and articulating competencies perceived to support an MNC's mission, vision, and strategy. The purpose of this qualitative case study was to explore perceptions of and gain insight into perceived GLCs by surveying 36 senior executives, HR professionals, and front-line and mid-level managers in U.S.-based MNCs. The findings of this study provided exploratory evidence that the skills and competencies contributing to global leadership vary widely among MNCs. A few competency themes including cultural awareness, teamwork, communication, collaboration and interpersonal skills did emerge. The majority of respondents indicated their MNCs had training programs in place to develop GLCs. The majority of HR professionals and front- and mid-level managers surveyed believed their companies provided adequate training for those competencies, but senior executives did not. Time and budget constraints were the most reported obstacles to further training and development of GLCs. When an MNC is building a global leadership development program, it is recommended to begin by identifying essential GLCs and skills that best support an MNC's strategic objectives instead of seeking to adopt a generic or universal set of competencies and skills. Recommendations for future research were offered.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780438133815Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Exploring Global Leadership Competencies : = A Study of Leadership in U.S.-based MNCs.
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504 $a Includes bibliographical references
520 $a Developing global leadership competencies (GLCs) is essential for multinational corporations (MNCs) competing in this era of increasing globalization. Given the amount of time and resources it takes to develop strong global leaders, MNCs need to be able to distinguish, nurture, and assess talent that exhibits those competencies that support a company's global strategy. The challenge is in identifying and articulating competencies perceived to support an MNC's mission, vision, and strategy. The purpose of this qualitative case study was to explore perceptions of and gain insight into perceived GLCs by surveying 36 senior executives, HR professionals, and front-line and mid-level managers in U.S.-based MNCs. The findings of this study provided exploratory evidence that the skills and competencies contributing to global leadership vary widely among MNCs. A few competency themes including cultural awareness, teamwork, communication, collaboration and interpersonal skills did emerge. The majority of respondents indicated their MNCs had training programs in place to develop GLCs. The majority of HR professionals and front- and mid-level managers surveyed believed their companies provided adequate training for those competencies, but senior executives did not. Time and budget constraints were the most reported obstacles to further training and development of GLCs. When an MNC is building a global leadership development program, it is recommended to begin by identifying essential GLCs and skills that best support an MNC's strategic objectives instead of seeking to adopt a generic or universal set of competencies and skills. Recommendations for future research were offered.
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